Unethical pro-organizational behavior (UPB) is unethical behavior driven by an intention to assist an organization. This study is one of the first attempts to examine the consequences of UPB. We argue that such types of behaviors can induce failure in self-regulation and thereby give rise to counterproductive work behavior (CWB). Based on self-regulation theory, we theorize that the breakdown in three fundamental mechanisms (i.e., moral standards, monitoring, and discipline) explains the link between UPB and CWB. Moreover, moral identity internalization can (...) temper these breakdown processes such that employees with higher levels of moral identity internalization are less likely to experience moral disengagement, workplace entitlement, or self-control depleting after enacting UPB, and therefore, will engage in less CWB. We conducted a 7-day experience sampling study of 95 financial service employees in a Chinese bank to test our theoretical model. The results indicated that transgressions committed with the intention of helping the organization would ultimately harm the organization, especially for those with lower moral identity internalization. Theoretical and practical implications are discussed. (shrink)

Moral licensing theory suggests that observers may liberate actors to behave in morally questionable ways due to the actors’ history of moral behaviors. Drawing on this view, a scenario experiment with a 2 (high vs. low ethical)×2 (internal vs. external motivation) between-subject design (N = 455) was conducted in the current study. We examined whether prior ethical leader behaviors cause subordinates to license subsequent abusive supervision, as well as the moderating role of behavior motivation on such effects. The results showed (...) that when supervisors demonstrated prior ethical behaviors, subordinates, as victims, liberated them to act in abusive ways. Specifically, subordinates showed high levels of tolerance and low levels of condemnation towards abusive supervision and seldom experienced emotional responses to supervisors’ abusive behaviors. Moreover, subordinates tended to attribute abusive supervision, viewed as a kind of mistreatment without an immediate intent to cause harm, to characteristics of the victims and of the organization rather than of the supervisors per se. When supervisors behaved morally out of internal rather than external motivations, the aforementioned licensing effects were stronger. (shrink)

ABSTRACT:Despite a significant increase in whistle-blowing practices in work organizations, we know little about what differentiates whistle-blowers from those who observe a wrongdoing but chose not to report it. In this review article, we first highlight the arenas in which research on whistle-blowing has produced inconsistent results and those in which the findings have been consistent. Second, we propose that the adoption of an identity approach will help clarify the inconsistent findings and extend prior work on individual-level motives behind whistle-blowing. (...) Third, we argue that the integration of the whistle-blowing research with that on ethics programs will aid in systematically expanding our understanding of the situational antecedents of whistle-blowing. We conclude our review by discussing new theoretical and methodological arenas of research in the domain of whistle-blowing. (shrink)

Service-dominant logic established that for the success of service industries, it is vital to acknowledge the customer as an active agent in the commercial ecosystem. To carry it out, the consumer must participate in value creation. The resource integration theory exposes the importance of recognizing the customer as an agent capable of improving the company’s competitive advantage. It is only necessary for the participants to perceive benefits to make their resources available and integrate them into the co-creation process. This study (...) aims to find the key customer-based factors that influence the brand value co-creation process in the banking sector, analyzing the dynamics in different customers across national cultures and idiosyncrasies. In this paper, we analyze the potential heterogeneous idiosyncrasy of customers and how it leads to becoming more engaged in the co-creation process. Quantitative research was performed in five countries, obtaining a total of 2,029 valid questionnaires where latent profile analyses and ANOVAs were performed to identify and describe the latent profiles of consumer co-creators of brand value. Afterward, a PLS-SEM was performed to test the research model in each segment. The results show four different profiles of customer co-creators of brand value, from non-co-creators, skeptical and neutral, to customers committed to co-creating brand value with their banks. The results indicate that detractor customers lack the motivations and resources to carry out co-creation behaviors. On the other hand, creativity and connectedness were crucial for customers co-creators of value. To the authors’ understanding, no studies have used latent segmentation to find the profiles of customer co-creators of brand value. (shrink)

Whistleblowing on organizational wrongdoing is becoming increasingly prevalent. What aspects of the person, the context, and the transgression relate to whistleblowing intentions and to actual whistleblowing on corporate wrongdoing? Which aspects relate to retaliation against whistleblowers? Can we draw conclusions about the whistleblowing process by assessing whistleblowing intentions? Meta-analytic examination of 193 correlations obtained from 26 samples (N = 18,781) reveals differences in the correlates of whistleblowing intentions and actions. Stronger relationships were found between personal, contextual, and wrongdoing characteristics and (...) whistleblowing intent than with actual whistleblowing. Retaliation might best be predicted using contextual variables. Implications for research and practice are discussed. (shrink)

This exposition focuses on purposeful behavioursaseffortstoward self-actualization. I introducehabit as a set of value-based behaviours that is different than the typical habit of physical movements. Each of those praxis is controlled by cognition drivenby values –both personal and societal, and their following habitsare the result of complex learning. I will then elaborate on three important topics: (1) awareness and efficacy with respect tohabit, (2) collective habit, and (3) implications of existential habit on the individual’s as well as the society’s wellbeing.

ABSTRACT:We discuss workers’ dignity in hierarchical organizations. First, we explain why a conflict exists between high-ranking individuals’ authority and low-ranking individuals’ dignity. Then, we ask whether there is any justification that reconciles hierarchical authority with the dignity of workers. We advance a communitarian justification for hierarchical authority, drawing upon Confucianism, which provides that workers can justifiably accept hierarchical authority when it enables a certain type of social functioning critical for the good life of workers and other involved parties. The Confucian (...) communitarian perspective shows that promoting workers’ good life or well-being is an important condition for protecting their dignity. (shrink)

Who blows the whistle — a loner or a well-liked team player? Which of them is more likely to lead a successful opposition to perceived organizational wrongdoing? The potential influence of co-worker pressures to conform on whistle-blowing activity or the likely effects of whistle-blowing on the group have not been addressed. This paper presents a preliminary model of whistle-blowing as an act of nonconformity. One implication is that the success of an opposition will depend on the characteristics of the whistle-blower (...) and how the complaint is pursued. Specific hypotheses and general suggestions for future research and practice are offered. (shrink)

Taking credit is the process through which organizational members claim responsibility for work activities. We begin by describing a publically disputed case of credit taking and then draw on psychological, situational, and personality constructs to provide a model that may explain when and why organizational members are likely to take credit. We identify testable propositions about the credit-taking process, discuss ethical aspects of credit taking and suggest areas for research on credit taking in organizations.

The study sought to determine whether impression management tactics by an employee could effectively lessen the recommended punishment for an ethical rule infraction by this individual. Subjects read a vignette in which an employee violated the confidentiality of personnel records. The employee was presented as either having had a history of previous infractions or no such historical information was provided. Additionally, the employee was described as using either no impression management tactics, an apology, or a justification for his behavior. Result (...) show that in the case of a history of multiple offenses, the employee''s use of justifications effectively mitigated others'' judgments of the wrongfulness of the employee''s action, while apologies did not. Similarly, the justification appeared to lessen respondent recommendations for punishment, prevention of promotion, and demotion/firing, but only when there is a history of multiple offenses. In most cases, apologies tended to exacerbate the problem when previous offenses had been committed. The data are discussed in terms of their implications for the study of employee use of impression management tactics. (shrink)

Sociology requires a robust theory of how local circumstances create social order. When we analyze social structures not recognizing that they depend on groups with collective pasts and futures that are spatially situated and that are based on personal relations, we avoid a core sociological dimension: the importance of local context in constituting social worlds. Too often this has been the sociological stance, both in micro-sociological studies that examine interaction as untethered from local traditions and in research that treats culture (...) as autonomous from action and choice. Building on theories of action, group dynamics, and micro-cultures, I argue that a sociology of the local solves critical theoretical problems. The local is a stage on which social order gets produced and a lens for understanding how particular forms of action are selected. Treating ethnographic studies as readings of ongoing cultures, I examine how the continuing and referential features of group life (spatial arenas, relations, shared pasts) generate action and argue that local practices provide the basis for cultural extension, influencing societal expectations through the linkages among groups. (shrink)

Organizations differ in the extent to which they emphasize the importance of status, yet most extant research on the role of status at work has utilized a limited view of status as merely a matter of a person’s status rank. In contrast, we examine people’s perceptions of the extent to which having status matters in their work context and explore the behavioral implications of such perceptions. We offer a new construct, perceived status importance, defined as employees’ subjective assessment of the (...) degree to which people within their organization are preoccupied with status. Relying on social comparison theory, we propose that higher perceived status importance triggers envy, which leads to interpersonal deviance. Across three studies, using multiwave survey and experimental designs, we find support for these relationships. We also find support for the mitigating influence of core self-evaluations on the perceived status importance—envy relationship. Implications are discussed. (shrink)

Leaders have been shown to sometimes act self-servingly. Yet, leaders do not act in isolation and the perceptions of the ethical climate in which leaders operate is expected to contribute to employees taking counteractive measures against their leader. We contend that in an ethical climate employees feel better equipped to stand up and take retaliation measures. Moreover, we argue that this is explained by employees’ feelings of trust. In two studies using different methods, we predict and find evidence that the (...) relationship between self-serving leader behavior and employees’ desire for retaliation and supervisor-directed deviance is stronger when the ethical climate is high rather than low. Moreover, we show that trust in the leader mediates these relationships. (shrink)

This thesis takes a critical approach to dominant ways of understanding leadership. The context for the study is UK local government where leadership has been popularised as a key feature of the latest phase of public sector modernisation. By drawing on the linguistic turn inherent in poststructuralism, and in particular the work of Jacques Derrida, the thesis challenges the orthodox assumption that leadership is a neutral and stable pre-linguistic phenomenon. In contrast it suggests that any given 'truth' of leadership can (...) be seen as an attempt to control a linguistic system that is inherently undecidable. It is an attempt to 'write' the world in a particular way, which is then forgotten. The thesis begins by considering orthodox approaches to the role of language in theorising organising in general, and also reviews a range of alternative perspectives that have gone some way towards engaging more fully with its epistemological, ontological and normative-ethical deficits. It then justifies the distinctive contribution to these debates made by the radicalised view of language found in poststructuralism in general, and the work of Jacques Derrida in particular. A review of the leadership literature suggests that it is dominated by an assumption that language is representational. Leadership is also depicted unquestioningly as an individualistic and impartial phenomenon. It is thus argued that the field is ripe for a more detailed focus on the politics of the language of leadership. The implications of Derrida's work for reading and writing texts, and the possibility of a poststructuralist methodology, are discussed in some detail. In particular, I highlight the need to reflexively problematise the textuality of the truth of this thesis. This is addressed by means of a deconstruction of the assessment criteria for a PhD thesis, which is included in the Appendix. An analysis of the linguistic decisions I made in order to stage an exemplary chapter betrays the discipline exerted by the academy. The main empirical work is based on a variety of texts from the case study organisation, including interviews with putative leaders, and formal documentation, such as a statement of leadership competences. These are subject to close reading in the spirit of what has been termed 'deconstruction', focusing on how and with what consequences the popularised truth of leadership is organised through language. Each reading concentrates in turn on one aspect of the leadership truth being promoted in the case study organization, namely leadership that is 'visible', 'strong', 'understanding' and 'shared'. I suggest that 'leadership' is an unsuccessful attempt to stabilize the play of language around individualism, specific aspects of which serve to privilege the productive power of the person of the office holder as part of local government modernisation. The study concludes by suggesting that the very instability of the truth offers opportunities for rethinking both leadership and public sector reform, in ways that are more open to the other. (shrink)